Director Of Logistics Operations Jobs in Springfield, PA

Director of Logistics

Warminster, Pennsylvania

A business-facing logistics leadership role focused on execution reliability, transportation economics, operating visibility, and earlier cross-functional influence across a multi-site network.

Company Overview

American Bath Group is a multi-brand bathware organization supported by an integrated manufacturing, distribution, and logistics network. Its logistics function works across business units to connect transportation economics, service performance, operating execution, and broader business decisions.

The organization is continuing to strengthen how logistics supports the business - creating clearer ownership, more consistent operating discipline, and stronger linkage between logistics decisions and business performance.

The Opportunity

American Bath Group is adding dedicated logistics leadership to a multi-site business portfolio where the operating foundation is established and there is meaningful opportunity to improve how logistics functions as a business partner.

The opportunity is to make logistics more proactive: identify cost and service opportunities earlier, improve visibility into performance, accelerate implementation, and ensure transportation considerations are incorporated before product, packaging, and operating decisions are finalized.

The Director will connect day-to-day logistics execution with business economics. That means understanding what is driving transportation performance, determining where process or mode changes can create value, and turning analysis into implemented operating improvements.

Success in Year One

By the end of the first year, the logistics organization supporting the assigned business portfolio should operate with greater predictability, stronger financial visibility, and a more disciplined improvement cadence.

The Director will have established a concise set of trusted operating measures, strengthened the connection between logistics activity and business financial performance, created clear opportunity roadmaps, and moved priority initiatives from analysis into implementation.

Success will also be visible in how the broader business engages Logistics. The function should be involved earlier in decisions that affect transportation cost, packaging, lead time, and service - not after those implications are already fixed.

The Mandate

Advance logistics into a proactive operating partner that reliably executes, explains and improves logistics performance, accelerates priority opportunities, and optimizes e-commerce LTL / parcel, packaging, mode, and lead-time economics across the assigned network.

The Director will personally operate at the intersection of transportation, process, analytics, and business partnership. The work includes carrier and mode decisions, order and service discipline, packaging and crating economics, consolidation opportunities, lead-time improvement, performance visibility, and coordination with procurement, operations, technology, and business leadership.

The mandate requires both operating ownership and selective building. The incoming leader will inherit an established operation rather than create a function from scratch, but will be expected to strengthen the routines, metrics, roadmaps, and cross-functional interfaces that make performance sustainable.

Year One Critical Outcomes

• Strengthen execution reliability. Establish consistent operating discipline around order execution, service performance, communication, and recurring process vulnerabilities.

• Create clear logistics performance visibility. Establish a focused set of trusted KPIs and a recurring business-review cadence that connects operating measures to logistics financial performance.

• Increase improvement velocity. Build prioritized opportunity roadmaps and move the highest-value initiatives into disciplined near-term execution rather than allowing them to remain long-horizon analysis.

• Improve transportation and packaging economics. Identify and implement opportunities involving LTL, parcel / large-package, packaging, crating, consolidation, carrier assignment, process efficiency, and lead time while protecting service.

• Move Logistics earlier in the decision cycle. Create a repeatable operating relationship with business partners so transportation, packaging, and service implications are considered before important product and operating decisions are finalized.

Why This Role Is Hard

The complexity is not defined by the size of a fleet or warehouse. It comes from creating better performance across a multi-site environment while the business continues to operate and while decisions are distributed across multiple functions.

Information exists across multiple systems and, in some areas, manual processes. The Director must determine what matters without waiting for perfect data, distinguish meaningful operating drift from normal variation, and translate that analysis into action.

The role also requires influence beyond direct reporting lines. Logistics affects decisions owned by other functions, so the Director must be able to challenge a proposed approach when cost or service consequences justify it, offer a credible alternative, and maintain an effective working relationship after the decision.

The person who succeeds here will be equally comfortable examining the mechanics of a freight or packaging issue and discussing its financial and operational implications with business leadership.

Leadership Profile

• Self-directed operator. Identifies issues before they become assignments and keeps work moving without requiring close day-to-day supervision.

• Financially grounded logistics leader. Connects transportation activity and operating measures to business economics rather than managing logistics as a collection of isolated metrics.

• Practical optimizer. Can work through mode, freight class, packaging, crating, consolidation, carrier, process, and lead-time questions at the level necessary to make better decisions.

• Implementation-oriented. Converts analysis and roadmaps into operating change and follows initiatives through adoption and sustained performance.

• Constructive business partner. Can challenge decisions with evidence, communicate implications clearly, and build credibility across functions without relying on positional authority.

• Pragmatic builder. Strengthens operating routines, measures, governance, and cross-functional interfaces without creating unnecessary organizational complexity.

Experience Requirements

• Direct accountability for transportation or logistics outcomes, including ownership of cost/service trade-offs, operating decisions, and implemented improvements.

• Strong working knowledge of LTL and parcel / e-commerce transportation economics, including the effect of freight class, packaging, dimensions, mode choice, and carrier decisions.

• Demonstrated ability to use logistics KPIs and financial information together to identify performance drift, determine root causes, and drive corrective action.

• Experience moving logistics or process-improvement opportunities from analysis through implementation with measurable operating or financial results.

• Evidence of leading people while influencing cross-functional business partners outside the candidate's direct authority.

• Ability to work effectively with BI, ERP, TMS, and/or manually assembled operating information.

Why the Right Candidate Will Be Excited

This role offers something different from both a traditional transportation-management position and a large distribution-center leadership assignment.

The incoming Director will have an established operating foundation but meaningful room to shape how the function works. There is an opportunity to define what the business should measure, create the opportunity roadmap, improve how logistics economics are understood, introduce more consistent operating routines, and establish Logistics as an earlier participant in business decisions.

The scope also rewards someone who enjoys seeing the complete path from problem identification through implementation. The leader will not be limited to producing recommendations for another group to execute. The expectation is to find the opportunity, establish the economics, align the stakeholders, make the change, and demonstrate that the result holds.

Why This Role Matters

Transportation decisions directly influence cost, service, lead time, product economics, and the experience delivered to the business and its customers. When Logistics is involved too late, those consequences become harder and more expensive to change.

This Director will help shift that equation. By creating stronger operating visibility, accelerating improvement, and bringing logistics expertise into decisions earlier, the role can improve both day-to-day execution and the quality of broader business decisions.

The significance of the position therefore extends beyond freight management. It is a business-facing logistics leadership role with a clear mandate to make execution more predictable, economics more visible, and improvement more actionable.